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This course focuses on studying a broad set of econometric methods to conduct empirical research in Operations Management and related fields in Management Science. The course complements formal econometrics and statistics classes by focusing on the application of different econometric methods and identification strategies to research problems that are relevant in different areas within Operations Management, including Supply Chain Management, Service Operations, Healthcare and Retail. Although statistics/econometrics classes provide a rigorous revision of the methods, they put less emphasis on how to apply these methods in different settings. This course aims to fill that gap by providing a problem-oriented approach, where the focus is on identifying empirical questions relevant to Operations Management and choosing an appropriate empirical strategy to address them. The course has a seminar format combining paper presentations by students, computer assignments and a short research proposal.

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This course is the Advanced Applications option in the menu of courses that satisfy the Management Perspectives requirement in Optimization and Simulation Modeling (OSM). The course will focus on using optimization techniques in practice, with the following objectives: (1) Students should leave with a good understanding of different types of optimization models and when they are useful; (2) Students should be able to solve real-world optimization models, and use tips and tricks for solving these models efficiently; (3) When faced with a business problem, students should be able to identify whether or not optimization is appropriate, and how to set up the correct model to solve the problem. The class is taught in an interactive style, focusing on a variety of applications drawn from advertising, healthcare, finance, supply chain management, and scheduling. We will be using the software Gurobi through Python. Students should be comfortable using these software packages by the end of the class, but no prior experience specifically with these software packages is necessary. Some prior coding experience is helpful, but the first week of the course is designed to bring all students up to speed with Python.

This course covers all the stages of funding for early stage high-growth companies, from seed funding to venture capital rounds to a successful exit. We will concentrate on how entrepreneurs and investors make and should make important decisions. Examples of issues that we will cover are: How can entrepreneurs raise funding successfully? What are typical mistakes entrepreneurs make in raising capital and negotiating with investors? How to choose your investor? How to pitch to an investor? How do angels and VCs generate and process their deal flow and select companies? How are VCs involved in business decisions such as recruiting talent and replacing CEOs? What are the important provisions of financial contracts between VCs and founders? How to value early-stage companies? The course is very applied and mostly case-based. We will discuss a lot of nitty-gritty details that is a must for founders and investors. Case protagonists, founders, angels, and VCs will be among guest speakers. No prior knowledge of the VC industry is needed.

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This course critically surveys empirical applications of formal models of collective-choice institutions. It is explicitly grounded in philosophy of science (e.g., Popperian positivism and Kuhn¿s notions of paradigms and normal science). Initial sessions address the meanings and roles of the concept of institutions in social-science research. Historically important works of political science and/or economics are then considered within a framework called Components of Institutional Analysis (or CIA), which provides a fully general way of evaluating research that is jointly empirical and formal theoretical. The course concludes with contemporary instances of such bridge-building. The over-arching objectives are to elevate the explicitness and salience of desirable properties of research and to illustrate the inescapable tradeoffs among the stipulated criteria.n nAlthough this is a core course in the GSB Political Economy PhD curriculum, its substantive foci may differ across years depending on the instructor. For Professor Krehbiel¿s sessions, the emphasis is on legislative behavior, organization, and lawmaking, and on inter-institutional strategic interaction (e,g, between executive, legislative, and judicial branches in various combinations).n nStudents should have taken . is also listed as .

Accelerated Data and Decisions is a first-year MBA course in statistics and regression analysis. The course is taught using a flipped classroom model that combines extensive online materials with a more lab-based classroom approach. Traditional lecture content will be learned through online videos, simulations, and exercises, while time spent in the classroom will be discussions, problem solving, or computer lab sessions. Content covered includes sampling techniques, hypothesis testing, t-tests, linear regression, and prediction models. The group regression project is a key component of the course, and all students will learn the statistical software package R. The accelerated course is designed for students with strong quantitative backgrounds. Students taking this course need to be comfortable with mathematical notation, algebra, and basic probability. Students without quantitative backgrounds should consider enrolling in the base version of the course.Same as: Flipped Classroom

This course is designed to improve students' skills in all phases of a negotiation: understanding prescriptive and descriptive negotiation theory as it applies to dyadic and multi-party settings, buyer-seller transactions and the resolution of disputes, to the development of negotiation strategy and the management of integrative and distributive aspects of the negotiation process. This course is based on a series of simulated negotiations in a variety of contexts, including one-on-one, multiparty, and team negotiations. When playing a role in a simulated conflict, you will be free to try out tactics that might feel uncomfortable in a real negotiation. You will get feedback from your classmates about how you come across. In sum, you can use this course to expand your repertoire of conflict management and negotiation skills, to hone those skills, and to become more adept in choosing strategies and tactics that are appropriate for a particular negotiation situation. This course is an intense, more compact version to the elective OB381 and is almost identical to the OB581 immersion course. Thus, students should not take either of these courses as there is considerable overlap among the three. Attendance and participation in the negotiation exercises are mandatory.

How does Uber match drivers to passengers? How does Airbnb select the set of listings to show to a guest in a search? How does eBay manage trust and reputation between buyers and sellers? How does Google optimize auctions for billions of dollars' worth of online advertising? This course focuses on analytics and data science tools used to address these and other challenges encountered in the most exciting online marketplaces in the world. With hands-on exercises we will open and understand the "black-box" of online marketplaces' operations. We will cover application areas such as transportation, rentals, sharing, e-commerce, labor markets, and advertising, leveraging tools from D&D, OSM, and Microeconomics. Overall, the course will provide business knowledge for future investors, product managers, sales and marketing managers, operation managers, and anyone interested on online marketplaces. This is the accelerated version of and knowledge from D&D and OSM is expected at the accelerated (or advanced) level.

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The pure contralto sings in the organ loft,The carpenter dresses his plank, the tongue of his foreplanewhistles its wild ascending lisp,The married and unmarried children ride home to their Thanksgiving dinner,The pilot seizes the king-pin, he heaves down with a strong arm,The mate stands braced in the whale-boat, lance and harpoon are ready,The duck-shooter walks by silent and cautious stretches,The deacons are ordain'd with cross'd hands at the altar,The spinning-girl retreats and advances to the hum of the big wheel,The farmer stops by the bars as he walks on a First-day loafe andlooks at the oats and rye,The lunatic is carried at last to the asylum a confirm'd case,(He will never sleep any more as he did in the cot in his mother'sbed-room;)The jour printer with gray head and gaunt jaws works at his case,He turns his quid of tobacco while his eyes blurr with the manuscript;The malform'd limbs are tied to the surgeon's table,What is removed drops horribly in a pail;The quadroon girl is sold at the auction-stand, the drunkard nods bythe bar-room stove,The machinist rolls up his sleeves, the policeman travels his beat,the gate-keeper marks who pass,The young fellow drives the express-wagon, (I love him, though I donot know him;)The half-breed straps on his light boots to compete in the race,The western turkey-shooting draws old and young, some lean on theirrifles, some sit on logs,Out from the crowd steps the marksman, takes his position, levels his piece;The groups of newly-come immigrants cover the wharf or levee,As the woolly-pates hoe in the sugar-field, the overseer views themfrom his saddle,The bugle calls in the ball-room, the gentlemen run for theirpartners, the dancers bow to each other,The youth lies awake in the cedar-roof'd garret and harks to themusical rain,The Wolverine sets traps on the creek that helps fill the Huron,The squaw wrapt in her yellow-hemm'd cloth is offering moccasins andbead-bags for sale,The connoisseur peers along the exhibition-gallery with half-shuteyes bent sideways,As the deck-hands make fast the steamboat the plank is thrown forthe shore-going passengers,The young sister holds out the skein while the elder sister winds itoff in a ball, and stops now and then for the knots,The one-year wife is recovering and happy having a week ago borneher first child,The clean-hair'd Yankee girl works with her sewing-machine or in thefactory or mill,The paving-man leans on his two-handed rammer, the reporter's leadflies swiftly over the note-book, the sign-painter is letteringwith blue and gold,The canal boy trots on the tow-path, the book-keeper counts at hisdesk, the shoemaker waxes his thread,The conductor beats time for the band and all the performers follow him,The child is baptized, the convert is making his first professions,The regatta is spread on the bay, the race is begun, (how the whitesails sparkle!)The drover watching his drove sings out to them that would stray,The pedler sweats with his pack on his back, (the purchaser higglingabout the odd cent;)The bride unrumples her white dress, the minute-hand of the clockmoves slowly,The opium-eater reclines with rigid head and just-open'd lips,The prostitute draggles her shawl, her bonnet bobs on her tipsy andpimpled neck,The crowd laugh at her blackguard oaths, the men jeer and wink toeach other,(Miserable!

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Most everyone associated with technology start-ups would agree that the most important initial characteristic of a successful endeavor is a compelling vision. The journey from vision to escape velocity is highly dependent on management's ability to translate that vision into a product or service that closely and economically addresses a customer's significant point of pain. Without a tight product market fit, the start-up's offering will not be able to break through the market's gravitational forces which strongly favor existing solutions, resulting in likely failure. With tight product/market fit, it is far more likely the company will achieve repeatable and growing sales success. Conventional wisdom dictates that a start-up launching a new product should focus its energy understanding what the market wants (problem) and then translating that knowledge into an optimal set of product features (solution). This is the ideal strategy if one is attacking a market that already exists. However if the start-up pursues an entirely new market or re-segments an existing market, customers are unlikely to be able to articulate the benefits and features they will need. The approaches required to pursue new or re-segmented markets are radically different from those applied to existing markets. As a result it is not relentless execution and exploitation of a well understood market that will lead to success, but discovery of a new market or segment that is in need of the product as envisioned. If done well, this process of finding the optimal product/market fit has a disproportionate impact on success. Our course explores the many issues associated with optimizing product/market fit. A take-home midterm, a group paper, and an in-class exercise comprise 50% of a student's grade with class participation representing the remainder. is recommended prior to taking this course.